Leaders must… Set organization direction Create the organization culture through personal discipline, respect for others, and following a personal development plan Be held accountable Model and demonstrate behaviors they expect Establish and drive clearly defined standards of performance Practice discipline and restraint Coach and mentor; train and develop others
Focus on Goals Clear, actionable, measurable and specific goals Unanimous focus Common goals Measurement Benchmarking
Clearly defined roles for sub groups Job descriptions Performance assessments Clearly defined expectations Set clear standards
Shared resources Hard resources Soft resources People are a resource Ideas Experiences Build Partnerships Common access to resources
Frequent and Effective Communication Who; What; When; Where; How Meetings with planned agendas Clear and concise communication Keep it simple; meaningful; deliberate and planned Build interpersonal communication skills
Consistent, united and enthusiastic effort Set standards Focus on the goal Communicate the strategy Communicate the benefit Encourage, inspire and motivate Reward and recognition Share success stories Build a win win culture Take time to build relationship on and off the job Career planning
Periodic and temporary suppression of the ego Leaders don’t have all the answers Shut up! Listen, Listen and listen some more Seek personal development Learn from others Failure is not fatal Forgiveness
Measure, assess, and face reality Employee surveys Customer surveys Feedback Focus groups Round tables Benchmark
Build a solid foundation…. Recruit and hire the right people Enforce fair and equitable employment practices Share the organization vision Help employees to achieve their goals Build an eager wantb Promote from within when possible Establish a talent pipeline
12 critical management variables that drive all outcomes from the employee’s point of view….. 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person.
12 critical management variables that drive all outcomes from the employee’s point of view….. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow.
The most powerful variables are: My supervisor or someone at work, seems to care about me as a person At work, I have the opportunity to do what I do best every day In the last seven days, I have received recognition or praise for doing good work. BOTTOM LINE …. We need caring Leaders! We need caring Managers!
It takes a leader to raise up a leader... “He followed his mentor everywhere he went, even where everyone else feared to tread. Why? Because it takes a leader to raise up a leader. And in the end, he was able to take the people even where his mentor was unable to go.”
Challenges of Human Resources Management Starts With the Leader And Ends with the Accountability of the Leader…..